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Relationships of leader reward behavior with employee behavior: fairness and morale as key mediators

Jackson, Erin M., Rossi, Michael E., Rickamer Hoover, E. and Johnson, Russell E. 2012, Relationships of leader reward behavior with employee behavior: fairness and morale as key mediators, Leadership & organization development journal, vol. 33, no. 7, pp. 646-661, doi: 10.1108/01437731211265232.

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Title Relationships of leader reward behavior with employee behavior: fairness and morale as key mediators
Author(s) Jackson, Erin M.
Rossi, Michael E.
Rickamer Hoover, E.
Johnson, Russell E.
Journal name Leadership & organization development journal
Volume number 33
Issue number 7
Start page 646
End page 661
Total pages 17
Publisher Emerald Publishing Group
Place of publication Bingley, Eng.
Publication date 2012
ISSN 0143-7739
Keyword(s) employees behaviour
morale
justice
organizational culture
leader rewawrd behaviour
organizational justice
work morale
job performance
meta-analysis
structural equation modeling
Summary Purpose – The purpose of this paper is to examine employee perceptions of fairness and work moraleas mediators of the relationship between leader reward behavior and employee behavior.Design/methodology/approach – A matrix of meta-analytic estimates containing the focalvariables (leader reward behavior, fairness, morale, and employee behavior) was constructed followinga literature review of published studies. This matrix was then analyzed using structural equationmodeling to test a series of nested models.Findings – Leader reward behavior is positively related to higher task performance andorganizational citizenship behavior, and fewer intentions to turnover. These relationships are mediatedby employees’ perceptions of fairness and work morale.Research limitations/implications – The paper extends the leadership literature by identifyingtwo mechanisms (viz., fairness and morale) through which leader reward behavior relates to employeebehavior. Possible limitations are the drawbacks associated with meta-analysis (e.g. inability to makecausal inferences).Practical implications – Rewarding subordinate performance alone is not sufficient to increase taskperformance and organizational citizenship behavior and decrease turnover intentions. Instead,managers must ensure that their contingent reward behaviors are seen as fair by employees in order tohave favorable effects.Originality/value – To date, research on possible mediators of the effects of leader reward behaviorhas been scarce.
Language eng
DOI 10.1108/01437731211265232
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2012, Emerald Group Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30090836

Document type: Journal Article
Collection: Department of Management
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